Service capabilities include portfolio (business mix) analysis and planning, such as:

Physician strategy and implementation (including compensation programs and joint ventures)

Managed care strategy development and negotiation assistance

Mergers, acquisitions and other transactions

Marketing and communications strategy and implementation

Medimetrix is also considered one of the leading consulting firms to assist health systems in their strategic and integration initiatives regarding provider owned health plans.

Medimetrix has worked with over 500 hospitals and health systems across the United States, including Alaska and Hawaii. Our clients include academic medical centers, multi-state, multi-hospitals systems, regional medical centers, and of course, single hospital health systems. We help our clients develop a strategic game plan that brings together initiatives in these key areas: service line strategy, physician strategy, managed care strategy, partnering strategy, and a coordinated marketing communications strategy.

Our recent projects include:

Rural Southern Hospital in Response to Critical Shortage of Orthopedics
Due to decisions made by community-based orthopedists, this rural community was left without emergent and elective orthopedic coverage, resulting in significant logistical delays for urgent/emergent care and long waits for elective services. Working with senior hospital and community leadership, we documented the extent of the crisis, estimated the unfulfilled need and designed an action plan complete with recruiting targets, incentives and compensation arrangements to rebuild orthopedics in the community.

Two-hospital Health System in the Midwest
We assisted the senior management team in preparing for an annual Board of Directors retreat. Medimetrix held a preparatory management retreat to identify key issues for board consideration, assigned work groups, and set a process in motion to develop each of these issues for board consideration and decision.

A multi-state, multi-hospitals system
We have worked with several health system subsidiaries of this large, multi-state system in a variety of strategic and operational areas. We identified opportunities to increase market share and improve overall profitability within service lines. We also identified opportunities with specialist physicians that included a freestanding heart hospital, a joint venture with general surgeons, and a coordinated comprehensive cancer center. Our project work has also involved restructuring and reengineering captive medical groups and their support infrastructure, as well as developing strategies for a subsidiary MCO.

An academic medical center health system
We developed a comprehensive strategic plan that encompassed multiple facilities, medical school and faculty practice plan.

A single-hospital health system
We assessed the performance of various strategic business units and applied "social adjustments" to expected financial return benchmarks. We assisted in the design and development of a joint venture with specialist physicians and evaluated the financial impact of a proposed JOA with a hospital member of a large, regional academic health system.

A regional medical center
We restructured a 400+ multi-specialty, integrated physician group that included redesigned structure and governance. We assisted hospital and physician leadership in the formulation of a new compensation methodology that introduced accountability and responsibility for bottom-line performance. We worked with hospital and physician leaders to design a long-range, transitional plan to shift financial responsibility to the physician-led Board of Directors of the multi-specialty group. A key aspect of this plan placed the central billing office under the oversight of physician leadership.

A two-hospital system
A long-standing client, we have conducted a comprehensive managed care strategy assessment, addressing key issues such as payer leverage, patient access, consumer demand, network sufficiency and fiscal discipline. We also assisted in implementing specific aspects of this managed care strategy. These efforts include defining the strategic and financial implications of de-contracting with a major payer, assisting in the implementation of that de-contracting strategy, and assessing the sufficiency of the existing physician relationship strategy and devising revisions and new programs to meet market needs.